Leaders Behavior or style of leadership.pptx

Leaders Behavior or style of leadership.pptx

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  © 2005 Prentice-Hall Leader’s Behavior • Directiveleader • Supportive leader • Participative leader • Achievement-oriented leader 10-1
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  Leadership Behaviors • Directiveleadership – leader gives instructions, expectations, time lines, and performance standards • Supportive Leadership- leader is friendly and approachable, attends to the well being of subordinates, and treats everyone as equals • Participative Leadership- leader invites subordinates to give ideas, share opinions and integrates their suggestions into the decision making process • Achievement-Oriented Leadership- leader challenges subordinates to perform at the highest level possible. Leader has high standards of excellence and seeks continuous improvement.
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  © 2005 Prentice-Hall Path-Goal Variables andPredictions 10-4
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  Path goal theoryis: - Organized, but complex - Provide predictions - Broad - Situational approach
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  Path-Goal Theory Pros  Helpsunderstand how leader behavior effects subordinates satisfaction and work performance  Deals directly with motivation – one of the only theories to address this  Provides a very practical model – make a clear path and follow it
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  Path-Goal Theory Cons  Thisis a very complex theory that incorporates many aspects of leadership  Research only partially supports the theory  Fails to explain adequately the relationship between leader behavior and subordinate motivation  Treats leadership as a one way street, places a majority of the responsibility on the leader
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  Applications • Path–goal theorydoes offer significant insights that can be applied in ongoing settings to improve one’s leadership. • Path–goal theory provides a set of general recommendations based on the characteristics of followers and tasks for how leaders should act in various situations if they want to be effective. • It informs us about when to be directive, supportive, participative, or achievement oriented.
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  • For example,in a university setting where a junior faculty member feels apprehensive about his or her teaching and research, a department chair should give supportive leadership. By giving care and support, the chair helps the junior faculty member gain a sense of confidence about his or her ability to perform the work (Bess & Goldman, 2001).
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  Implications Self Team Organizatio n Culture In order toemploy this approach effectively, it would be helpful to create a questionnaire for staff, in order to uncover some of their motivators. Communication between myself and team member is vital for success. The culture of the organization when using the path-goal theory suggests that motivation of employees is a strategic direction, and is a used as a method for production For the organization this theory helps push forward organizational initiatives Teams are strong because they know what the goal is and have a clear roadmap to accomplish the mission.
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  Research Implications • Organizationalproductivity, innovation, creativity, group cohesiveness, stress, motivation, job satisfaction, turnover • Peak research interest in path-goal theory occurred between 1971 and 1992 when over120 studies were conducted on varying aspects of the theory (Wofford and Liska1993;Schriesheim and Neider1996). • Scholarly research greatly diminished after 2000.
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  • Wofford andLiska’s meta-analysis of over 100 studies concluded that path-goal theory has not been comprehensively tested, that research has produced generally inconsistent findings. • Schriesheim and Neider (2016) attributed the decline in research to negative reviews of path-goal theory that make it more difficult for research to be published, the loss of its inherent appeal in it
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  How could wetest path-goal leadership? • The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention • Effect of path-goal leadership styles on the commitment of employees on construction projects • Leadership instrument
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  Conclusion • Path-goal leadershiptheory initially focused on leaders and their individualized effect on subordinates in the workplace. • Over time, House’s definition of path-goal theory changed in response to existing theory and the limited results of empirical research. • Today, the focus is still on the leader but considers the leader’s effect on groups and individuals and acknowledges that there may be no need for leadership intervention in some circumstances for followers to attain goals and achieve personal satisfaction.